There is no one-size-fits-all approach to developing the skills your organisation needs for the future . So how can you find the right learning approach to fit your business ? Dr Nicola Kleyn , Dean of Executive Education at Rotterdam School of Management , Erasmus University , explores .
Organisations around the globe are grappling with the confounding implications that challenges such as digitalisation , climate change , rising global inequality and ageing populations are having on our world of work . Many of these challenges have been mounting for some time , but the pressure for change has been accelerated by the COVID-19 pandemic .
While evolution – if not revolution – in strategy , business models and their supporting systems and processes is inevitable , employees unlearning and relearning what they know won ’ t happen as an automatic consequence .
As the part of Rotterdam School of Management supporting companies to develop learning strategies which equip them to navigate the future , we like to engage our clients by thinking about the following questions .
Learners need to focus on developing the knowledge , skills and attitude that allow them to change their behaviour and succeed in careers and lives
How does your organisation ’ s strategy inform your skills focus ?
The publication of lists such as the World Economic Forum ( WEF ) Future of Jobs Report and McKinsey ’ s research identifying 56 foundational skills that will help citizens thrive in the future have created a quest for new skills . This has employers and employees alike signing up for learning programmes in their droves .
Statements from the WEF such as “ 50 % of all employees will need reskilling by 2025 ” may sound a call for change , but they don ’ t actually help organisations to prioritise which employees need to develop what skills .
As we move from a scarcity of opportunities to developing skills for a world of abundant content , careful curation of available learning , along with bespoke offerings that enable the execution of strategy , is imperative .
Are the gaps only about developing skills ?
The promise of modular and micro-learning , where learners progress through short courses via platforms such as LinkedIn Learning and upload their badges , looks like the promised land . In some cases – particularly for technical skills – a pile of badges that showcase a mastery of stackable micro-skills just might add up to what ’ s needed .
However , gaining competencies involves more than just skills development . Learners need to focus on developing the knowledge , skills and attitude that allow them to change their behaviour and succeed in their jobs , careers and lives .
Think about leadership development . In addition to having the right skills , effective leaders also acquire knowledge that enables them to be reflective and thoughtful . Even more importantly , they possess the attitude and mindset that enables them to demonstrate behaviours that are purpose driven , ethical , empathetic , culturally aware and whatever else your organisation deems necessary .
Will asking budding leaders to participate in a series of online mass-market podcasts help them grow ? Of course . Is it going to help them to change their leadership mindset ? Probably not .
Reskilling also calls for us to unlearn . This is hard , as acquired skill sets become enmeshed with ingrained habits and routines
Unlearning and changing habits
There ’ s an important difference between skilling and reskilling . The former is an approach that is geared towards learning new things to augment your skills portfolio .
Reskilling , however , isn ’ t just about new skills . It also calls for us to unlearn . This is hard , as acquired skill sets become enmeshed with ingrained habits and routines . Requiring a manager to adapt their communication style to become more consultative or to foster psychological safety in their workplaces is not an additive skill set . It requires deep learning that not only takes time but also requires a developmental space in which learners can identify what attributes they need to let go , practise replacing these skills and receive regular feedback .
In these cases , learning may require a multifaceted solution involving education and coaching while also making sure that performancemanagement systems are aligned with your changing requirements .
How , when and where will your employees learn best ?
Without detracting from the devastating effects of COVID-19 , a positive has been that it has shown us that working and learning remotely is possible and , at times , even more effective than traditional methods .
These new formats provide more flexibility and allow for companies to support their employees to develop personalised learning pathways that enable them to access learning when they need it most .
Nevertheless , it is crucial to be aware of how and when to use online and face-to-face learning , how to design learning experiences for these different delivery formats and how to blend them successfully .
Learning is a serious business , but it can have a profound impact when it ’ s playful and engaging . We ’ re only at the beginning of a journey that blends technology with authentic human interaction in a way that motivates different types of learners in their professional development .
Executive teams as role models
Unlearning and relearning needs to be role modelled . The more senior and executive-level employees show their willingness to let go of redundant knowledge and behaviours , the faster their organisations will adapt . The organisations where we see learning having the greatest impact are those where the ‘ most learned ’ are willing to display vulnerability about their existing skill sets and to share this with their employees . After all , the most learned among us are probably the ones who need to reskill the most .
Dr Nicola Kleyn is Dean of Executive Education at Rotterdam School of Management Erasmus University ( RSM ). The article was written in collaboration with Malou Kroezen , Director of Client Engagement , and Lucia Capasso , Director of Programme Development , at RSM Executive Education .